Human resource development is essential for any organization that wants to be dynamic and growth-oriented. Unlike other resources, human resources have unlimited potential capabilities. Potential can only be used by creating a climate capable of identifying, bringing out, nurturing and continuously utilizing the capabilities of these people. Human resources development (HRD) aims to create such a climate. The concept of HRD was first introduced by Leonard Nadler in 1969 at a conference in the United States. “He defined HRD as an organized learning experience, for a fixed period of time, and designed to generate the possibility of behavioral change.” Human resource development (HRD) is the framework for helping employees develop their personal and organizational skills, knowledge and capabilities. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get the original essay Human resource development includes opportunities such as employee training, employee career development, performance management and development, coaching, succession planning, job expense assistance schooling and organizational development. The goal of human resource development is to develop the most competent workforce so that the organization and individual employees can achieve their work goals in serving customers. This may be formal, such as in classroom training, a college course, or a planned organizational change effort. Or, human resource development can be informal, as in the case of employee coaching by a manager. Environment in Human Resource Management The word Environment in Human Resource Management encompasses all the forces that impact the functioning of various activities, including human resource activities. Environmental scanning helps the human resources manager become proactive in the face of an environment characterized by change and intense competition. Human resources management takes place in two types of environments: internal and external. The Internal Environment The internal environment of an organization is made up of elements within the organization, including current employees, management, and most importantly the company culture, which defines employee behavior. Although some elements affect the organization as a whole, others only affect the manager. A manager's philosophical or leadership style has a direct impact on employees. Traditional managers give explicit instructions to employees, while progressive managers empower employees to make many of their own decisions. Changes in philosophy and/or leadership style are within the control of the manager. The following sections describe some of the elements that make up the internal environment. Mission statement. The mission statement describes what the organization stands for and why it exists. It explains the overall purpose of the organization and includes attributes that distinguish it from other organizations of its type. It should be more than words on a piece of paper; it should reveal a company’s philosophy and purpose. This statement should be a living, breathing document that provides information and inspiration to employees and members of the organization. A mission statement will provide answers to the questions “What are our values?” » and “What do we stand for?” StatementsEffective mission statements lead to effective efforts. In today's quality-conscious and highly competitive environments, the goal of an effective mission statement is centered on meeting customer needs. A good mission statement will be specific in identifying the following intentions of a company: Customers – who will be served Products/services – what will be produced Location – where the products/services will be produced Philosophy – what ideology will be followed Company policies Corporate policies are guidelines that govern how certain organizational situations are handled. Just as colleges maintain policies regarding admission, grade appeals, prerequisites, and waivers, businesses establish policies to provide guidance to managers who must make decisions about circumstances that frequently arise within their organization. . Company policies are an indication of an organization's personality and should coincide with its mission statement. Formal Structure The formal structure of an organization is the orderly arrangement of tasks and people. This structure determines how information flows through the organization, which departments are responsible for which activities, and where decision-making authority rests. Organizational Chart Some organizations use an organizational chart to simplify the breakdown of their formal structure. This organizational chart is a visual representation of the official lines of authority and communication in an organization. Organizational Culture Organizational culture is the personality of an organization. Just as each person has a distinct personality, each organization also has its own personality. An organization's culture sets it apart from others and shapes the actions of its members. An organization's culture consists of four main elements. Values ​​are the core beliefs that define employee success in an organization. For example, many universities place a high value on the publications of their professors. If a faculty member is published in a professional journal, for example, their chances of getting tenure may be improved. The university wants to ensure that a published professor stays at the university for their entire academic career – and that professor's ability to write for publications is a value. A hero is an exemplary person who reflects the image, attitudes or values ​​of the organization and serves as a role model for other employees. A hero is sometimes the founder of the organization (think Sam Walton of Wal-Mart). However, the hero of a company does not necessarily have to be the founder; it could be a regular worker, like paralegal Erin Brockovich, who works hard and has made a huge impact on the organization. Rites and rituals, the third element, are routines or ceremonies that the company uses to recognize high performers. Awards banquets, company meetings and quarterly meetings can recognize distinguished employees for their outstanding service. The winners are expected to exemplify and inspire all employees of the company for the rest of the year. The social network is the informal means of communication within an organization. This network, sometimes called the corporate grapevine, tells the stories of heroes and those who failed. It is through this network that employees truly discover the culture and values ​​of the organization. Organizational Climate An organizational climate is the byproduct of company culture. The overall tone of the workplace and the morale of its workers are elements oforganizational climate. Worker attitudes dictate the positive or negative “atmosphere” of the workplace. The daily relationships and interactions of employees will indicate the climate of an organization. Resources Resources are the people, information, facilities, infrastructure, equipment, supplies, and finances available to an organization. People are the primary resource of all organizations. Information, facilities, equipment, materials, supplies, and finances are supporting nonhuman resources that complement workers in their quests to accomplish the organization's mission. The availability of resources and the way managers value human and non-human resources have an impact on the organization's environment. Management Philosophy Management philosophy is the manager's set of personal beliefs and values ​​regarding people and their work and, as such, is something that the manager can control. McGregor pointed out that a manager's philosophy creates a self-fulfilling prophecy. Theory These managerial philosophies have a subsequent effect on employee behavior, leading to the self-fulfilling prophecy. As a result, organizational philosophies and managerial philosophies must be in harmony. The number of colleagues involved in a problem-solving or decision-making process reflecting the manager's leadership style. Empowerment means entrusting decision-making, freedom, knowledge and skills to subordinates. Fortunately, most organizations and managers are moving toward the active participation and teamwork that empowerment entails. When properly guided, an empowered workforce can lead to increased productivity and quality, reduced costs, lots of innovation, improved customer service and increased employee engagement. employees of the organization. Additionally, response time will improve because information and decisions do not need to be passed up and down the hierarchy. The external environment All external factors likely to affect an organization constitute the external environment. The external environment is divided into two parts: Directly interactive This environment has an immediate and direct impact on the organization. An example of this is the arrival of a new competitor on the market. Directly interacting forces include owners, customers, suppliers, competitors, employees, and employee unions. Management has a responsibility to each of these groups. Here are some examples: Owners expect managers to look out for their interests and provide them with a return on their investment. Customers demand to be satisfied with the products and services they purchase and use. Suppliers need careful communication, payment, and a strong working relationship to provide the necessary resources. Competitors present challenges when competing for customers in a market offering similar products or services. Employees and employee unions provide both the people to do the work and the representation of the workforce's concerns to management. Indirectly interactive This environment has a secondary and more distant effect on the organization. The entry into force of a.